PWH-Issue.2.26

MYPWH.ORG • ISSUE 2 • SUMMER 2026

THE OFFICIAL PUBLICATION OF PROFESSIONAL WOMEN IN HEALTHCARE®

ENRICHED LEADERSHIP:

The Inefficiency of Equality Does Everyone Really Need a “Band-Aid”?

By Joe Machicote

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PROFESSIONAL ADVICE: Be a Trade Show Pro: Coach Lyle’s Top 10 Tips p.7

PWH®MEMBER SPOTLIGHT: Premier’s Krista Marshall Delivers Value in Purchased Services p.8

PWH® RESEARCH ROUNDUP: Enhance Your Leadership and Build Stronger Relationships in Hybrid Work p.11

PWH® MENTORSHIP SPOTLIGHT: Trust and Respect Make Mentorship Fun and Effective p.14

CONTENTS • SUMMER 2026 • ISSUE 2

PWH® Connect Journal Staff and Volunteers PWH® MARKETING COMMITTEE CHAIR Eryn Veronesi Business Development Manager, Marketing Sales and Services, NDC VICE CHAIR, PWH® DIGITAL MARKETING Jennifer Eiselein EDITOR Rachel Bailey, PhD Penwan Communication Inc. rachel@penwancomm.com ART DIRECTOR Brent Cashman Graphic Designer, BOCdesign, Inc. brent@bocdesigninc.com EDITORIAL & CIRCULATION MANAGER Michelle Rydberg Executive Director, PWH® mrydberg@mypwh.org

LETTER FROM THE CHAIR Keep Growing and Breaking Through Pg. 3

PWH® MENTORSHIP SPOTLIGHT Trust and Respect Make Mentorship Fun and Effective Pg. 14-15

ENRICHED LEADERSHIP The Inefficiency of Equality: Does Everyone Really Need a “Band-Aid”?

Pg. 4-6

PWH® BOARD MEMBER RECOGNITION Pg. 16-17

PROFESSIONAL ADVICE Be a Trade Show Pro: Coach Lyle’s Top 10 Tips Pg. 7

HIDA UPDATE College Students Discover Impact of Healthcare Distribution Pg. 18-19

PWH® MEMBER SPOTLIGHT Premier’s Krista Marshall Delivers Value in Purchased Services Pg. 8-10

PWH® NEW MEMBERS Pg. 19

PWH® RESEARCH ROUNDUP Enhance Your Leadership and Build Stronger Relationships in Hybrid Work Pg. 11-13

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THANK YOU PWH® 2026 CORPORATE PARTNERS Pg. 20

PWH® MISSION & PURPOSE PWH® is an organization dedicated to ongoing professional leadership development in healthcare businesses. We are a member organization providing a national voice and progressive leadership for women in healthcare products manufacturing and delivery industries. Our goal is to reach all women in our industry and empower them in their personal and professional lives. We are also committed to integrated leadership development and gender equity for all individuals within the industries we serve. Vision – To create a culturally inclusive healthcare industry equally led by women.

Summer 2026 • PWH® Connect Journal • mypwh.org

LETTER FROM THE CHAIR

Keep Growing and Breaking Through This time of year is FULL in every sense of the word. Work travel, yearend school events, graduations, and celebrations like Mother’s Day all seem to converge at once. Before we know it, summer is already here.

Amidst all the constant motion and never-ending to-do lists, it can be difficult to make space for ourselves. We are so good at showing up for others, often putting their needs ahead of our own.

At the same time, we want to bring renewed energy and connection to every opportunity as we navigate our busy calendar, achieve our goals, and grow.

But growth requires intention.

How many of you have ever felt like you needed just one more skill, one more connection, or one more opportunity before you were ready for the next step?

The truth is, no one ever feels 100% ready. Leadership does not happen when we feel ready. It happens when we decide to step forward anyway.

When we choose to lead with courage and authenticity, when we embrace both our strength and our story, we become stronger, wiser, and more impactful leaders.

Professional Women in Healthcare helps the members of our industry take that step forward, and our PWH Leadership Summit is a great opportunity to develop new skills, increase awareness about our leadership styles, and learn new ways to deploy leadership.

I am excited to connect with so many of you during the PWH Leadership Summit in West Palm Beach, May 18-20, 2026!

This year’s theme, Breakthrough, draws inspiration from Kintsugi, the Japanese art of repairing broken pottery by filling the cracks with gold. It is a powerful reminder that no journey is perfect. Our challenges are not something to hide, but something to honor. Because ultimately, it is how we respond to the breaks that defines us.

To help us make the most of our time at the Summit, and during our busy

Ashleigh McLaughlin

tradeshow season, this issue of the PWH ® Connect Journal features tradeshow tips from Coach Lyle to help you enhance every interaction. We also feature the inspiring career journey of Krista Marshall, shine a spotlight on another amazing mentorship pair, and offer professional advice and research on leading with new technology and understanding of enriched leadership.

To help keep your growth mindset going, this quarter, I challenge you to do one thing each week that stretches you something that builds a new skill, expands your perspective, or moves you closer to that next step. As you do, challenge yourself to clearly and confidently communicate your value.

I look forward to seeing many of you and continuing to grow, connect, and break through, together.

With gratitude, Ashleigh McLaughlin Chair, PWH®, 2025-2026

Summer 2026 • PWH® Connect Journal • mypwh.org

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ENRICHED LEADERSHIP

The Inefficiency of Equality: Does Everyone Really Need a “Band-Aid”?

By H. Joseph Machicote, Advisor to the PWH Cultural Inclusion & Diversity Committee and Founder and CEO of Transformational Leadership Solutions Group About the author: Joe Machicote is a former CHRO and Chief Culture Officer and is the author of “Own Thy Stuff! The Continuous Improvement Journey to Becoming an Extraordinary Human Being” He is currently the Founder and CEO of Transformational Leadership Solutions Group, a consulting firm committed to the development of extraordinary people, teams and organizational cultures.

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H. Joseph Machicote

Summer 2026 • PWH® Connect Journal • mypwh.org

We’ve been taught that equality is the gold standard of fairness.

Treat everyone the same. Give everyone the same. Distribute evenly.

No exceptions.

On the surface, that sounds right.

It even feels just.

But what if, at times, equality is actually inefficient? What if, in our pursuit of fairness, we unintentionally create waste, miss real needs, and delay real outcomes?

“Band-Aid” Example Let me share a simple example. I have four children. If one of them falls, scrapes

their knee, and comes to me bleeding, I have a decision to make. Do I give all four of my children a bandage in the name of equality? Or do I give one to the child who is actually hurt?

Equality would say: give all four a bandage to keep it fair. But common sense and good parenting inform us otherwise.

You would give the Band-Aid to the child who needs it most in that moment.

Not because you love the others less. Not because they don’t matter. But because one has a need that requires immediate attention to restore them to a baseline of well-being. That’s equity.

And, at some point, each of my children will be the one who, in the moment, needs the Band-Aid. This is where we often get it wrong, in parenting, in leadership, and especially in healthcare.

Equality feels fair, but equity actually works. Equality ensures access while equity ensures outcomes. We need both.

In the U.S. healthcare system, equality shows up as standardized coverage, uniform protocols, and broad access to services. These are important. Without equality, people are excluded before they even get in the door.

But equity is what determines whether someone actually gets better.

Equity Asks a Different Question What does this person need, right now, to achieve the same level of health and opportunity as someone else?

Not everyone walks into the healthcare system from the same starting point. Some patients arrive with chronic conditions. Others with limited access to transportation. Some with language barriers. Others with

Summer 2026 • PWH® Connect Journal • mypwh.org

generational mistrust of the system. And many with socioeconomic challenges that influence whether they can follow through on care plans.

If we treat all of those patients exactly the same, we are not being fair…we are being inefficient. We are handing out Band-Aids to people who don’t need them while someone else is still bleeding.

Another Example—Technology A company donates computers to a school district. A generous, well-intended act. The district decides to divide the computers equally among all schools. Every school gets the same number.

Again, on the surface, this feels fair.

But, in reality, some of those schools already have students with access to multiple devices at home. Others serve communities where students may not have access to even one.

What happens next?

Some schools store the extra computers in closets. Others continue to struggle with limited access. The system achieved equality, but it failed to meet need.

That’s inefficiency. That’s waste.

And more importantly, that’s a missed opportunity to change outcomes.

Translate into Healthcare When resources like appointments, interventions, education, outreach, etc., are distributed equally without regard to need, we see the same pattern: > Some patients receive services they may not fully need at that moment > Others don’t receive enough to close critical gaps > Outcomes remain uneven > Costs continue to rise

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ENRICHED LEADERSHIP

Equity Is Not Exclusion.

It’s Precision.

Equality without equity doesn’t just fall short, it can actually prolong the very disparities we are trying to solve.

There’s a common misconception that equity means taking something away from one group to give to another.

That’s not what equity is. Equity is about precision. It’s about aligning resources with need so that we reduce waste and improve outcomes for everyone.

Important Truth Because here’s the truth. At some point,

every one of us will be the person who needs more. > The patient with the unexpected diagnosis. > The parent navigating a complex care plan. > The individual facing a mental health challenge. > The community experiencing a public health crisis.

When that moment comes, we don’t want equal care. We want the right care at the right time, designed for our unique situation.

At the end of the day, equality might give everyone a Band-Aid. But equity makes sure the person who is bleeding actually heals.

Power of “Both/And” Thinking This is not an either/or conversation. We do not need to choose between equality and equity. Nor should we choose between urban and rural.

Our focus should be on human beings no matter where the need. It’s not either/ or. It’s both/and.

We Need Both Equality builds the foundation. It ensures that everyone is seen, included, and has access.

Equity builds the bridge. It ensures that people can actually reach the same destination.

Without equality, we exclude… without equity, we waste. But together they create a system that is both fair and effective.

A New Challenge If you’re leading in healthcare today, this is your challenge. > Move beyond uniformity. > Design systems that are responsive, not just standardized. > Ask not only, “Are we treating everyone the same?” but also, “Are we meeting people where they are?”

Remember The goal is not to distribute care evenly.

The goal is to deliver health outcomes effectively. And that requires the courage to move from politically charged opinions on fairness to intentional impact for all.

At the end of the day, equality might give everyone a Band-Aid. But equity makes sure the person who is bleeding actually heals.

And in a system designed to care for human beings, not just manage processes, that difference matters.

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Summer 2026 • PWH® Connect Journal • mypwh.org

PROFESSIONAL ADVICE

Be a Trade Show Pro: Coach Lyle’s Top 10 Tips Trade shows aren’t just events. They are opportunities to build your network and your brand — if you show up ready.

By Vicky Lyle, PWH Board Advisor and Head Coach at Coach Lyle

1. Perfect Your “So What Do You Do?” Answer > You will get asked this question. On the plane. In the coffee line. In the Uber. > Practice it so it rolls off your tongue clearly and confidently — not like you’re reading your LinkedIn headline.

2. Look Ready. Stay Ready. > Never let anyone see you rummaging through your bag for cords. > Organize your tech. Keep business cards handy. > Calm and prepared is a brand.

3. Build a Target List Before You Go > Hope is not a strategy. > Identify the customers, partners, and leaders you want to meet. Be intentional.

4. Study the Agenda > Is someone on your list speaking? > Attend their session. Reference something they said when you introduce yourself. Instant credibility.

5. Book Meetings in Advance > Don’t wait until you’re onsite to “see who’s around.” > Schedule coffee. Make dinner reservations. Lock in time before calendars fill up.

6. Arrive a Day Early (If You Can) > Delays happen. Rushed energy shows. > Arrive early, get settled, review your goals — start strong.

7. Dress One Level Above the Crowd > Professional. Polished.

Comfortable enough to walk miles. > You don’t need flashy — just intentional.

8. Take Notes Immediately After Conversations > You will not remember everyone. > Jot down key details and follow-up on ideas while it’s fresh.

Summer 2026 • PWH® Connect Journal • mypwh.org

9. Follow Up Within 48 Hours — and Connect on LinkedIn > Momentum fades quickly. > Send a short, thoughtful message referencing your conversation.

Then connect on LinkedIn with a personalized note. > Specific beats generic every time.

10. Take a “Vicky Selfie” > Make it memorable. > Capture a quick selfie with new connections (with permission, of course). It’s a fun way to celebrate the meeting, build visibility, and create an easy reason to reconnect later. > Plus… it shows you were there and engaged.

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PWH® MEMBER SPOTLIGHT

Premier’s Krista Marshall Delivers Value in Purchased Services This issue, the PWH ® Connect Journal shines a light on Krista Marshall, an active member of the PWH Cultural Inclusion & Diversity Committee and Director, National Accounts, Purchased Services at Premier Inc. In this Member Spotlight, Marshall shares how her specialized engineer training helps her and Premier deliver value throughout the supply chain. She also explains the cost savings of cross functional teamwork and shares one of her life’s biggest accomplishments.

Krista Marshall

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PWH ® Connect Journal : I believe you earned a bachelor’s degree in biochemical engineering — what initially drew you to that field?

Krista Marshall: My actual degree is in Chemical Engineering with a Bioscience Option from North Carolina State University. I initially wanted to attend medical school and focus on cardiology.

As I got deeper into the degree, I realized medical school would not be my future, but I wanted to remain somehow in healthcare.

PWH ® Connect Journal : Many professionals with technical degrees remain in laboratory or manufacturing environments. What prompted your transition from an engineering foundation into a commercial leadership role within a healthcare group purchasing organization?

Krista Marshall: I was working within the Ethicon division of Johnson & Johnson at the time I had moved from manufacturing and product design into environmental engineering. While in this role, I was selected to participate in a new strategic sourcing program with Johnson & Johnson at a corporate level. The company decided that all 37 separate companies should no longer purchase all services as separate entities. I was a member of the Environmental Waste Committee.

From this committee participation, I realized that I really liked this strategic sourcing work. I then lobbied to become a part of the team and was hired as the

Summer 2026 • PWH® Connect Journal • mypwh.org

Global Strategic Sourcing Manager for the Engineering & Maintenance services. After the first project, I was selected to complete an Executive MBA of my choosing, and I chose and was admitted into the Duke University, Fuqua School of Business, Global Executive program.

PWH ® Connect Journal : Engineers are trained to think in systems and processes. How does that systemsbased mindset influence the way you approach national account strategy and complex purchased services categories?

Krista Marshall: You are correct, I am a process engineer who still thinks and works in a process flow manner. I use that background to help get the member/ client to understand the product or service I am providing to them, and what value it provides to them. I find that most people can understand a complex strategy if the strategy is broken down into easier to comprehend steps.

PWH ® Connect Journal : Today, as Director of National Accounts in Purchased Services for Premier, you operate at the intersection of providers and suppliers. What does your role entail, and what makes purchased services a uniquely challenging area within the healthcare supply chain?

Krista Marshall: My role entails working with hospital systems to prioritize purchased services sourcing projects based on their data. I work with assigned hospital systems to ensure they use Premier tools and subject matter experts to help them to reduce costs over time.

Purchased services are challenging within healthcare supply chain because

typically the supply chain department has historically not been involved in supplier decisions for services. The owners have traditionally been the department leadership with little to no oversight from supply chain. This creates a potential silo where the true costs to execute the services are not entirely visible to the organization.

PWH ® Connect Journal : Is it true that purchased services are harder to manage, standardize, and control compared to the tangible specifications of medical products?

If so, how do you apply analytical rigor from your engineering background when evaluating service partners and structuring performance-driven agreements?

Krista Marshall: Purchased services are indeed harder to manage because services touch people, and that makes the supplier’s performance subjective.

To remove that subjectivity, KPIs must be included in all service contracts.

This ensures there is data to measure performance outcomes. To ensure the best suppliers are selected to participate in RFPs, Premier provides data analytics that can help hospital systems to benchmark current pricing against the market, competitive supplier reports that outline the best of the best in the category, and subject matter experts with deep knowledge of the category. All this research assists the hospital systems with selecting the best supplier for the service.

PWH ® Connect Journal : From your perspective, what does inclusive leadership look like in practice within a healthcare supply chain organization — particularly in

Summer 2026 • PWH® Connect Journal • mypwh.org

high-stakes negotiations and enterprise-wide sourcing strategies?

Krista Marshall: I have seen the most successful project outcomes when there is true cross functional teamwork to develop a result. An example is a project, although not a hospital system, I led during my time with Johnson & Johnson where the team members were facilities managers from across each line of business and sat in different parts of the world. We were working to reduce the number of suppliers used for facilities and maintenance services. Suppliers were also ad hoc members of the team.

This full cross-function allowed for a solution that provided more concentrated business for two suppliers globally. It also led to a significant cost reduction for Johnson & Johnson.

PWH ® Connect Journal : Healthcare supply chains are under constant pressure to improve performance.

Where have you seen inclusive leadership directly contribute to measurable outcomes such as resiliency, supplier innovation, cost containment, or service quality?

Krista Marshall: All purchased services projects must be a team approach. All stakeholders who have any interaction with the service provider must be involved in the decision-making process. It is the only way to ensure the final decision is implemented successfully.

The role of Premier in this process is to lead with data, and to continue to ensure data driven decision-making is used throughout the process. That is the only way to ensure a service provider is accepted at implementation, and there must be performance based KPIs with realistic targets negotiated within the

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PWH® MEMBER SPOTLIGHT

contract. These KPIs must be very specific and easily measured throughout the term of the contract.

PWH ® Connect Journal : Group purchasing organizations have significant influence over market access. How do you balance the efficiencies of scale with expanding participation among emerging service providers?

Krista Marshall: GPOs negotiate on behalf of many hospitals systems and accomplish significant savings for hospitals. Premier, Inc. in particular has a few ways for smaller suppliers to engage with hospitals. One is the MWDVBE and

Small Business Program. It includes the SEEDS program that assists these small businesses to gain access to Premier hospital members. These programs help to recognize that small businesses do provide value and innovation.

PWH ® Connect Journal : Reflecting on your career, how has participation in a professional development organization like PWH shaped the way you negotiate, mentor teams, or approach strategic decision-making?

Krista Marshall: Participation in a professional development organization has helped me to identify resources in other parts of healthcare to gain

Krista Marshall with her daughter, Khouri.

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knowledge from them on how they manage certain situations. I have been able to implement some of this knowledge in my daily work with hospital systems by changing how I prioritize how I deliver communications. Previously, I would send an email to someone to ask for assistance with a situation, but a recent PWH webinar taught me to first ask someone their preference for communication and not always use the mode of communication most comfortable for me.

PWH ® Connect Journal : Looking ahead, healthcare supply chains are navigating digital transformation, domestic sourcing shifts, and evolving care delivery models. What emerging technology or business practices do you think will play a role in shaping the industry’s next chapter and how?

Krista Marshall: AI is transforming healthcare supply chain management by moving to true just-in-time delivery.

This reduces the costs and needs for storage by 10%. In addition, the use of predictive demand planning is improving manufacturing for suppliers.

This increase in efficiency from demand planning reduces waste, thereby reducing costs to suppliers.

PWH ® Connect Journal : Is there anything else you’d like to share?

Krista Marshall: My career has been eclectic and exciting, but one of my biggest accomplishments in life has been my daughter. She is currently a college Sophomore majoring in Kinesiology & Exercise Science at Winthrop University.

She is also a past award-winning competition dancer and currently a successful tap choreographer.

Summer 2026 • PWH® Connect Journal • mypwh.org

PWH® RESEARCH ROUNDUP

Enhance Your Leadership and Build Stronger Relationships in Hybrid Work

By Rachel Bailey, PWH ® Connect Journal Editor and Vice Chair of Education & Research, Special Projects for the PWH® Cultural Inclusion & Diversity Committee

Many of us love hybrid work arrangements. Flexibility can support our ability to meet work deadlines while attending to our personal health and providing care for others. But like everything, it can come at a cost for employees and the organizations that employ them.

Results from our annual PWH Membership Survey indicate that “developing meaningful relationships

with people in a hybrid work mode” is a common challenge.

To support our members, this research roundup offers guidance for cultivating excellence whether you are managing hybrid teams or aspiring to lead while working from home.

What’s At Stake?

But first, let’s get a clearer understanding of what’s at stake. Research by

Summer 2026 • PWH® Connect Journal • mypwh.org

organizational communication scholars Ganga Dhanesh and Hilke Steencampe summarizes the pros and cons of hybrid work. On the upside, flexibility “can foster employee engagement through effective communication, increased accessibility, connectivity, and helping behaviors toward colleagues.” On the downside, hybrid work “can heighten unplanned interruptions and reduce social support.”

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RESEARCH ROUNDUP

In some cases, employers benefit from their employees’ heightened commitment to work when “flexible schedules intended to meet diverse employee needs blur work-home boundaries,” explain Danesh and Steencampe. But at the same time, hybrid work environments “can undermine collective organizational needs for collaboration that require shared time and space.”

For some PWH members, hybrid work seems to challenge our ability to develop meaningful relationships. Less face time with our colleagues and customers may disallow for those unexpected moments of connection and gestures of care that come from simply handing someone a pen or noticing a picture of family members displayed on a desk.

Discussion points from a panel of experts that Forbes brought together in October 2024 offer more insight into the challenges of hybrid work. The experts agree that a major obstacle for aspiring leaders is their lack of exposure. According to David Hawthorne of Pacific Bells, it’s up to team leaders to ensure their team members get opportunities to interact with senior leaders and others team members “to build relationships and teamwork.”

Overcoming Challenges If your team members are dispersed geographically, developing these opportunities means designing work that requires collaboration. I do this in the college classroom all the time by pairing students together to research a question or analyze a solution.

By pairing employees on short-term projects and creating virtual working sessions (not just meetings) where people actively co-produce something, you create situations where employees socialize while

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being productive. Not only do employees (and students) learn from each other, they also often have more fun doing the work because it seems less like work when you have a partner in crime to help.

But still, there can be collaboration challenges. On any team project, there may be some employees (and students) who carry a heavier load than others simply because they tend to be more organized, proactive, and accountable. We don’t want to punish folks with valuable tendencies. We want to reward them as they model it for others, so that it hopefully catches on.

According to Nancy Adams of CenTrak, “The key is to implement hybrid work thoughtfully. Companies should also regularly assess the impact on productivity, collaboration and employee satisfaction, adjusting the approach as needed.”

Consider having team members complete weekly activity logs for work they contribute to team projects and provide an opportunity for all team members to evaluate each other on the amount and quality of work their colleagues contribute. Take it a step further and allow team members to also evaluate how well their colleagues engage in soft skills, like contributing to discussion and meeting deadlines.

To encourage honesty, make individual activity logs transparent, but allow the evaluations team members make of others to be for your eyes only.

Another challenge can be a lack of opportunity for self-expression. Drawing again from Forbes’ Expert Panel, Graham Glass of Cypher Learning says, “workfrom-home employees are no less productive but often feel less connected.

Remote workers may struggle to

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express themselves or think their voice is overlooked back at HQ. Companies that commit to a hybrid workstyle should consider adding training in soft skills like active listening, giving useful feedback and productive meeting behavior.”

I think everyone can agree that nearly all of us, from top management down, would benefit from “productive meeting behavior” skills training whether we’re meeting in-person but also, and perhaps especially, online. Indeed, according to Jennifer Rozen of McLean & Co., “hybrid work presents new challenges with internal communication. Effective communication strategies, including tools and training for managers, are key to success.”

But if your organization is unable to provide those tools and training, consider investing in virtual mentorship and coaching. According to 2025 research

by Siddiqui et al., mentorship and online coaching can help you gain the “new” communication and management skills necessary to successfully lead hybrid teams. Such outside support can help you encourage your organization to put processes in place that modernize performance management practices (and help you begin doing it yourself).

Siddiqui et al., also explain that leading effectively in a remote environment requires executives to rethink traditional management approaches. For instance, developing your cultural and emotional knowledge and communication skills can support your efforts to build trust, especially when managing geographically dispersed teams. In addition, adopting transformational leadership behaviors, such as demonstrating individualized support and motivating employees through a shared sense of purpose can strengthen team cohesion and engagement.

And of course, whether working in the office, at home, or both, circulating clear expectations for job roles, projects, and deliverables, and in-turn providing consistent feedback, better positions everyone on your team for success.

How PWH® Can Help Remember, PWH provides a strong mentoring program with several formats to choose from to best suit your needs.

Another key strategy for improving relationship building in hybrid contexts is digital upskilling. Leaders must have the skills and confidence to use technology strategically and ensure that tools support productivity rather than create confusion.

When leaders lack these skills, they may unintentionally reduce performance

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by misusing digital tools or overwhelming employees with too many communication platforms and unclear processes, according to Siddiqui et al.

Again, PWH offers professional development courses and webinars all year plus education sessions at our annual PWH Leadership Summit focused on digital upskilling. Such online or inperson engagement can help you and your team increase productivity, work satisfaction, and virtual networking skills.

In summary, to cultivate excellence in hybrid work environments, managers and their team members will do well to avoid either/or thinking. As Dhanesh and Steencampe explain, adopting “a flexible repertoire of strategies” can support the “interconnected, evolving nature of organizational tensions.”

About this Research Roundup Much of the helpful information shared in this article comes from the 2025 PWH® Annual Membership Survey and the following sources:

> Dhanesh, Ganga S. and Hilke Steencampe, “Navigating Relationship Tensions: Role of Paradoxical Mindsets and Response Repertoires in Managing Employee–Organization Relationships During the Covid-19 Pandemic.”

Management Communication Quarterly, 2025, 0(0), 1-35. https://doi.org/10.1177/08933189251405855 > Forbes Expert Panel, “17 Pros And Cons Of Hybrid Work Schedules.” Forbes, October 15, 2024. www.forbes.com/councils/forbeshumanresourcescou ncil/2024/10/15/17-pros-and-cons-of-hybrid-work-schedules/ > Hassan Arif Siddiqui, Azmat Ali Khan, Huma Maqsood, Rizwan Hanif, Waheed Akram. (2025). “Optimizing Remote Workforce Performance and Career Growth: Strategies for Effective Management, Development, and Employee Engagement in A Digital-First Era.” Research Journal for Social Affairs, 03(02), pgs. 509-525. https://rjsaonline.com/journals/index.php/rjsa/article/view/177

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PWH® MENTOR SPOTLIGHT

Trust and Respect Make Mentorship Fun and Effective Meghan Butera and Allison Therwhanger met during the speed mentoring session at the 2025 PWH Leadership Summit. They felt a connection and formalized a mentorship relationship with help from the PWH Mentoring Committee.

Why has the relationship been successful?

Mentee’s Perspective Meghan Butera, Digital Design Manager, Drive Medical and Vice Chair of Brand Strategy for the PWH® Marketing Committee

For the last two years, I’ve worked in the durable medical equipment space, leading digital creative efforts and supporting broader marketing initiatives.

Why were you seeking a mentor?

What is your background?

I received my Bachelor of Arts Degree in Graphic Design from the State University of New York at Oneonta and have spent the past nine years building my career as a graphic designer. My experience spans in-house marketing teams and freelance work across a variety of industries.

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my communication skills, and gain confidence in public speaking. She’s also helped me think more strategically about challenges and long-term career goals. For example, she encouraged me to take on a board role within PWH, and it’s been a meaningful part of my growth. Beyond the professional guidance, we’ve built a genuine personal connection.

After joining PWH and attending the PWH Leadership Summit for the first time in 2025, I quickly saw how impactful mentorship could be. During the speed mentoring session, I connected with Allison.

She seemed like someone I could learn a lot from, so I pursued a formal mentorship relationship.

As someone relatively new to the healthcare industry, my goal was to gain insight from an experienced professional who could provide guidance, help me navigate corporate challenges, and support my growth both in my current role and long-term career path.

What have you learned from your mentor?

Over the past year, Allison has helped me navigate change, improve

Our relationship has been successful because it’s built on trust, openness, and mutual respect. Allison creates a space where I feel comfortable being honest about challenges, and in return, she provides thoughtful, direct feedback and perspective.

She’s a strong listener who helps me work through problems rather than simply giving answers. This has helped me feel more confident in my own decision-making.

What is your take on the value of mentorship?

The PWH mentorship program is incredibly valuable for both mentees and mentors. Having a relationship with someone with a different perspective and depth of experience allows for meaningful growth that can be hard to achieve on your own.

Having a professional relationship that extends beyond day-to-day work has helped me grow professionally and personally. I strongly encourage anyone who isn’t currently participating to get involved. It’s an opportunity to learn, grow, and form connections that can have a lasting impact.

Summer 2026 • PWH® Connect Journal • mypwh.org

Mentor’s Perspective Allison Therwhanger, Vice President – Corporate Sales, Innovia Medical, Past PWH® Chair and current PWH® Treasurer

What inspires you to mentor?

I have a genuine desire to help others grow and succeed. Throughout my career, I’ve been fortunate to benefit from mentors who played a pivotal role in shaping where I am today. They helped me work through challenges and develop confidence in myself as a young professional. Early in my career, I made a commitment to do the same for others.

Most rewarding is connecting with individuals who are genuinely committed to their personal and professional development. I love to learn about their experiences—their successes and challenges—and to help them process those moments through shared insights.

What is your background, current company affiliation and position?

I have been in the medical manufacturing industry since 1992. I spent 23 years running our family medical manufacturing business with my Dad. We then sold our business to a private equity firm, and I have been with that group for 11 additional years and continue to help our company in a vice president of sales capacity.

I have been involved with PWH since its inception as a Charter Member and have been on the PWH board for many years.

Before serving as PWH Chair I served as our Treasurer. I have learned so much from our PWH organization, and I enjoy giving back. I love seeing what new things we tackle and offer to our members each year.

What have you learned from your mentee?

Meghan has taught me a great deal about work and professional growth in today’s environment, which has changed since I was young in my career. She’s also shown me that regardless of industry or company, many workplace challenges— like communication, dealing with change, competing priorities, and managing expectations—are universal. She’s also helped me realize how exciting this moment is to be in our industry, especially with the pace of change and opportunity.

What stands out most about Meghan is her ability to be objective and highly self-aware. She can clearly articulate what she’s working through, where she needs input, and how she’s approaching her own

Summer 2026 • PWH® Connect Journal • mypwh.org

development. That level of reflection has pushed me to be more intentional in how I evaluate my own decisions and growth.

Most importantly, we have a lot of laughs!

Why has the relationship been successful?

She and I hit it off from the very beginning, and I am so proud of her.

Meghan manages our time well. I look forward to hearing how her month went and what’s coming up next! A good relationship is built on respect, and Meghan is super respectful of our time together. She loves to learn and try new things. She’s open to options. I feel I can suggest new things to challenge her! I feel very lucky to know Meghan!

What is your take on the value of mentorship?

The value of mentorship is having a trusted, objective sounding board— someone who creates space for honest conversation without the pressures that can exist in your day-to-day workplace.

Mentorship can bring perspective shaped by experience navigating similar challenges, which helps you think more critically about your own decisions.

Mentorship isn’t just about advice. It helps you explore ideas and talk about uncertainties in a safe environment. This is something that can be difficult to do within our own organizations.

Get involved in the PWH® Mentoring Program.

Visit: mypwh.org/mentoring.

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BOARD MEMBER RECOGNITION

PWH ® EXECUTIVE BOARD, 2026 ASHLEIGH MCLAUGHLIN

PWH® Chair IMCO, Inc. Chief Financial Officer

ASHLEY MILLER

Leadership Summit Committee Chair Medline Channel Distribution Manager

ERYN VERONESI ALLISON THERWHANGER

PWH® Past Chair and Treasurer Innovia Medical Vice President, Innovia Corporate Sales

Marketing Committee Chair NDC, Inc. Business Development Manager, Marketing Sales & Service

MISSY SIMONS NATALIE MARTIN

PWH® Chair Elect NDC, Inc. Senior Director, Supplier Management

LAURA RELINE

Secretary NDC, Inc. Vice President, Supplier Management

Membership Committee Chair Midmark Corporate Account Executive

SHELLENE BAINES

Mentoring Committee Chair McKesson Director Business Process

JESSICA LUCIO

Professional Development Committee Chair Vizient Sr. Director, Business Learning

JENNIFER O’REILLY

Corporate Partners Committee Chair B. Braun Medical Vice President, National Accounts

VICKY LYLE

SABRINA SMITH

MEGAN QUEVEDO

Cultural Inclusion & Diversity Committee Chair ECRI Associate Director, Downstream Marketing

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Strategic Oversight Committee Chair Coach Lyle, LLC Founder and Coach

Technology Committee Chair Syneos Health Manager, Commercial Quality Excellence

Summer 2026 • PWH® Connect Journal • mypwh.org

PWH ® ADVISORY BOARD, 2018

PWH ® LEADERSHIP ROSTER, 2018

CATHY DENNING

PWH® Board Advisor Vizient Senior Vice President, Sourcing Operations

STRATEGIC OVERSIGHT COMMITTEE Suzanne Lord, Strategic Oversight Chair Sue Hulsmeyer, Vice Chair Organizational

PWH ® ADVISORY BOARD, 2026Leadership Development PWH ® LEADERSHIP ROSTER, 2026 JULEE PREFER

JANIS DEZSOAdvisor PWH® Board PWH® Board Advisor

Preferred Solutions, Inc.

Bovie Medical President Vice President of Sales

Natalie Martin, Vice Chair Marketing Strategy & Brand Guidelines

CORPORATE PARTNER COMMITTEE

Amy Swift, Vice Chair Committee Liaison

Jennifer O’Reilly, Chair Jennifer Ramthun, Vice Chair Partner Optimization MEMBERSHIP COMMITTEE Katie Educate, Vice Chair Distribution & Manufacturer Engagement Odra Anderson, Membership Committee Chair Erica Smith, Vice Chair Healthcare Provider Engagement Ashleigh McLaughlin, Vice Chair Member Engagement

JOAN ELIASEK

PWH® Board Advisor McKesson President, PWH® Board Advisor Extended Care Sales

JOAN ELIASEK

McKesson Medical-Surgical President, SHARYL GARDNER McKesson Canada PWH® Board Advisor Midmark Corporation

Shannon Trahan, Vice Chair Market Intelligence

CULTURAL INCLUSION & DIVERSITY COMMITTEE

Eryn Marx, Vice Chair PR & Marketing

Sabrina Smith, Chair Ashlee Rose Perez-Gerrie, Vice Chair of Content & Communication REGIONAL CONNECTIONS COMMITTEE Rachel Bailey, Vice Chair of of Education & Research - Special Projects Heather Davis, Regional Connections Committee Chair Geri Lamano, Vice Chair Regional Events

MARKETING COMMITTEE

OPEN, Vice Chair PDC Liason

Eryn Veronesi, Chair Deandra Vigliarolo, Vice Chair of Summit Marketing CORPORATE PARTNERSHIP COMMITTEE Jennifer Eiselein, Vice Chair Digital Marketing Elizabeth Day-Curi, Corporate Partners Committee Chair OPEN, Vice Chair Marketing Projects Jennifer Ramthun, Vice Chair Strategic Partners Meghan Butera, Vice Chair of Brand Strategy Jennifer O’Reilly, Vice Chair Sales Distribution

CINDY JUHAS

Laura Reline, Vice Chair Sales Manufacturing

PWH Board Advisor

Carmel Veron,Missy Vice Chair Sales GPO Simons, Chair

CINDY JUHAS PWH® Board Ambassador ®

CME Chief Strategy Officer

CME

MEMBERSHIP COMMITTEE

Suzy Carlino, Vice Chair PR & Marketing Tressina Cisneros, Vice Chair New Member Engagement

Geri Lamano, Vice Chair Networking Events

PROFESSIONAL DEVELOPMENT Amy Nelson, Vice ChairCOMMITTEE New Member Recruitment & Onboarding Susan Kaiser, Professional Development Committee Chair

ANNE EITING KLAMAR PWH® Board Advisor

MENTORING COMMITTEE

Enid Oquendo, Vice Chair Summit Programming Tania Steinbruegge, ViceBaines, Chair Webinars Shellene Chair

OPEN, Vice Chair Education & Innovation Jamie Terran, Vice Chair Group Mentoring & Mentee Support ANNE EITING KLAMAR, M.D.

Midmark Corporation Chair, Board of Directors ®

PWH Board Advisor Midmark Corporation Chair, Board of Directors

PAMELA WEDOW

PWH® Board Advisor

Kristin Paffendorf, Vice Chair Recruiting & Mentor Support

MENTORING COMMITTEE Maria Moeller, Vice Chair Individual Mentoring Vicky Lyle, Mentoring Committee Chair

PROFESSIONAL DEVELOPMENT COMMITTEE

Susan Hunter-Vinson, Vice Chair Individual Mentoring Jen Nicholson,Jessica Vice Chair GroupChair Mentoring Lucio,

Shelley Bache,Cydney Vice Chair PR & Marketing Smith, Vice Chair Webinars

Lisa Ramsey, Vice Chair Education & Innovation

HEATHER LLORCA-KROPP PWH Board Advisor DUKAL Corporation Vice President, Marketing & Channel Management ®

LEADERSHIP SUMMIT COMMITTEE

Ashley Miller, Chair Michelle Clouse, Vice Chair Content Holly Smith, Vice Chair Summit Event Coordination Deandra Vigliarolo, Marketing Liaison

STRATEGIC OVERSIGHT COMMITTEE JANIS DEZSO

PWH® Board Advisor J. Dez Strategies, Inc Principle/Founder

Summer 2026 • PWH® Connect Journal • mypwh.org

Vicky Lyle, Chair Amy Swift, Vice Chair Committee Liaison Karen Orso, Vice Chair Organizational Leadership Development

TECHNOLOGY COMMITTEE

Megan Quevedo, Chair Martha Braxton, Vice Chair Technology Initiatives Zandra Joseph, Vice Chair Technology Implementation

17

HEALTH INDUSTRY DISTRIBUTORS ASSOCIATION

College Students Discover Impact of Healthcare Distribution Every February, the Health Industry Distributors Association (HIDA) hosts a unique cohort of students at our annual MedSupplyChain conference. Now in its third year, HIDA’s Emerging Leaders program brings together undergraduate and graduate students pursuing studies in public health and supply chain management.

The HIDA Emerging Leaders Class of 2026 had many standout features: > For the first time ever, the majority of the Emerging Leader cohort was comprised of women. > This year’s Emerging Leaders were chosen from the most competitive selection process yet. > Students hailed from eight colleges, the largest cohort of schools ever represented.

By Regina Brillman, Education Manager, HIDA

At the MedSupplyChain Conference, our Emerging Leaders were welcomed with advice and encouragement from senior leaders in both the public and private sectors, including HIDA Board Chair Kelley Moffett from Cardinal Health and Arlene Joyner, Deputy Assistant Secretary at the U.S. Administration for Strategic Preparedness and Response.

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When Emerging Leaders applied for the scholarship, we asked them to share what interested them about healthcare distribution and what motivated them to pursue this scholarship. Their responses were revealing and inspiring.

Many of our Emerging Leaders already had strong experience in healthcare. For Damilola Bolanle from Johns Hopkins University, MedSupplyChain conference built on her previous professional experience in healthcare. “Before graduate school, I oversaw the movement of investigational medicinal products from manufacturers to over 35 clinical trial sites across eight countries,” she said. “This experience deepened my understanding of how operational precision and collaboration underpin supply chain reliability in healthcare.”

Calla Keenan at the University of Florida, had a similar impression. “Through shadowing hospital engineers and engaging with professionals in medical logistics, I’ve gained firsthand insight into how operational efficiency can directly impact patient outcomes,” she said.

Emerging Leaders were excited by the prospect of working in a solution-driven environment. Aleeza Rana from Michigan State University said, “What excites me most about supply chain management is its problem-solving nature. The impacts of

Summer 2026 • PWH® Connect Journal • mypwh.org

COVID-19 and a strained supply chain hit close to home. Seeing how end-to-end supply chain processes directly affected families like mine inspired my passion for creating resilient systems.”

In addition, Emerging Leaders were motivated by the personal impact of the profession. Anna Loope, a student

at Florida State University, said, “The heart of healthcare distribution lies in its impact on real people. As a young professional entering the field, I hope to optimize systems that prevent problems before they start and make it easier for healthcare teams to do what they do best.”

If you know of a promising college student with a passion to help others and an interest in healthcare distribution, please send them to jobs.hida.org to learn how they can apply. You can contact either myself (brillman@hida.org) or Wyeth Ruthven (ruthven@hida.org) for more information.

PWH® NEW MEMBERS New members from February 9 to April 14, 2026 Kristie Carubba

Ashley Musick

Danica ONeill

Toshia Ratcliffe

Derwei Venable

Jennifer Haarmann

Catherine Fortney

Jamila Granger

Toni Young

Elena Givens

Karen Santana

Beth Ryan

Lily Cogley

Nilaja Wilkerson

Katelynn Futch

Crissy Cecil-McDonald

Emily Sirovatka

Brittany Campos

Abbi Fornkahl

Porschea Harling

Leah Lowell

Ally Raimondi

Lori Willis

Elizabeth DeVilbiss

Katie Hoffman

Sabrina Davidson

Elizabeth Bruns

Sarah Vaudreuil

Timea Menyhart

Nicole Sanacore

Camille Asake

Maria Murphy

Loren Johnson

Conner Adams

Shareeka Medas

Missy Depinet

Deborah Avalos

Devyn Ottman

Altravise Smith

Kara Number

Premier, Inc.

Premier, Inc.

Michelle Feinberg

Katelin Glinka

Sophia Tsantes

Aysa Andresen Premier, Inc.

Concordance Healthcare Solutions

Rosa Viasana

Gail Bishop

Arpita Deb

Jenna Hughes

Natasha Jackson

Emily Carruth

Patty Myers

Melissa Dolliver

Angela Atkins

Jennifer Rice

Ashley Wishman

Lisa Baquero

Megan Warlick

Jasmine Mosley

Shelby Stamper

Christina Gallo

Daxita Patel

Christina Taylor

Caitlin Rounds

Lauren Schneider

Jen Donie

Nermina Selman

Peyton Biester

Jennifer Sorensen

Maggie Saintamour

Christy Benson

Mariah Buchner

Rachel Nowacoski

Taylor Wright

Bailey Sessa

Mattie Suther

Monique Aguirre

Lindsey Laskowski

Trina Gilligan

Rheana Lipscomb

Judy Walker

Laura Martin

Ashley Meekins

Chrissah Glenn

Genna Hill

Renata Frystock

Matthew Isbrecht

Avanos

B. Braun

CareBiz Consulting CCM Gx Consulting CME CME

Compass One

Henry Schein

Huron Consulting Group Marketlab Medline Medline

Midmark Midmark

Concordance Healthcare Solutions

Northwestern Medicine

Sandy Gonzales

NYES

Dragonfly Health

Kari Harbaugh Drive Medical Henry Schein Henry Schein Henry Schein Henry Schein Henry Schein Henry Schein Henry Schein

Optimal

Owens & Minor Owens & Minor Owens & Minor Premier Inc.

Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc.

Summer 2026 • PWH® Connect Journal • mypwh.org

Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc.

Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc.

Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc.

Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc. Premier, Inc.

Share Moving Media

Monica Lynch

Share Moving Media

Ramona Chavez Ortiz

Shield HealthCare

Larissa Stout Solventum

Kari Riegner Solventum

Olivia Steinmetz TIDI Products LLC

Barry Fryar Vizient Vizient Vizient

Yellow Lion Solutions LLC

19

2026 CORPORATE PARTNERS

Diamond Partners

PWH Patrons ®

Emerald Partners

Ruby Partners

Medical Adhesive Technologies

FOR MORE INFORMATION, VISIT: MYPWH.ORG